2019 Recommended Budget Greg Caton, City Manager City Council - - PowerPoint PPT Presentation

City of Grand Junction 2019 Recommended Budget

Greg Caton, City Manager City Council Workshop October 1, 2018

Agenda

• Timeline
• Strategic Plan
• Budget Overview
• Major Operating Department Presentations
• Fire
• Police
• Parks & Recreation
• Public Works
• General Services (Special Project Team and Golf)
• Visit Grand Junction
• Water Utility

Agenda for Next Workshop October 15th

• ED Partners Presentations
• Grand Junction Area Chamber of Commerce
• Grand Junction Economic Partnership
• Business Incubator Center
• Greater Grand Junction Sports Commission
• Colorado Mesa University
• Economic Development
• Capital

Budget Process Timeline

May Update financial forecast, review economic indicators, revenue estimates June Review financial forecast and set budget parameters with Department Directors September Budget Balancing August Detail line-item budget review with Departments November Public Presentation and Comment December Public Hearing Adoption of Final Budget October City Manager Recommended Budget Delivered to City Council at Budget Workshop July Update 10-year capital plan, Department budgets due July Citizen Budget Conversation October November Additional Council Budget Workshops as necessary

2019 City Manager’s Recommended Budget

• Recommended Budget total = $173.7 million
• $4.7 million, 2.8% increase from 2018
• Increase due to:
• New positions, wage adjustment of 3.5%, and insurance increase of

10%

• Increasing costs of internal support services and other operating

expenses

• Continuing to fund replacement of operating equipment and fleet

(public safety and infrastructure)

• General Fund surplus (sources over uses) of $222,094. Projected

ending fund balance $27.1 million which is $8.9 million above or a 49% increase in fund balance projected in adopted 2018 budget.

Strategic Plan

• Guiding Principles
• Partnership & Intergovernmental Relationships
• Fiscal Responsibility
• Strategic Directives
• Public Safety
• Planning & Infrastructure
• Diversification of Economic Base
• Communication, Outreach & Engagement

Partnership & Intergovernmental Relationships

• Public safety, recreation, transportation
• Regional Communication Center
• Grand Valley Regional Transportation
• Persigo Wastewater Enterprise
• Grand Junction Regional Airport
• Orchard Mesa pool, 5.2.1 Drainage, Parks Improvement,

Riverfront Commission

• Animal services, building services, elections, CNG vehicle

maintenance, parks and pools programming, sports facilities, law enforcement records, fire and emergency medical service records, public safety training facility, campus police, downtown police, police and fire academies, hazmat, technical rescue, bomb squad

Partnership & Intergovernmental Relationships

• Economic development, education, business development
• Downtown Development Authority
• Grand Junction Chamber of Commerce
• Grand Junction Economic Partnership
• Colorado Mesa University
• Greater Grand Junction Sports Commission
• Business Incubator Center
• Horizon Drive Business Improvement District
• Downtown Business Improvement District

Fiscal Responsibility

• Prioritize spending
• Maintain a 10-year major capital projects plan (5 year balanced)
• Maintain general fund 5-year financial forecast
• Since 2017, 35 new positions to public safety and first responders
• Since 2017, $18 million dedicated to maintenance and improvement of

existing street infrastructure

• Revenue projections based on economic indicators
• Positive job growth, low unemployment
• Growing population and net in-migration
• Sales tax revenues growing; 3% projected increase in 2019
• Higher rate of return on larger fund balances
• Fees, rates, and charges based on community benefit, cost recovery,

market comparison, rate studies and long-term financial plans

• Detail Line Item review of department budgets

2019 Budget Highlights

• In 2019, 653 authorized full-time positions, 68% of 429 General Fund positions

are in public safety

• Between beginning of 2018 and 2019 recommended budget added 15 new

positions in public safety; 6 in 2018, 9 in 2019

• Form internal project team; 6 from existing funds in 2018, 6 in 2019, plan on 6

more in 2020 to complete team

• Wage adjustment of 3.5%; wage increases in Western Colorado in 2018 and

2019 totaled 5.8%

• Partner with CMU to employ 11 students in part-time/intern positions
• Continue investment in maintenance and reconstruction of existing street

infrastructure; $6.2 million

• Completion of major economic development projects in partnership with

Downtown Development Authority and private industry

City Manager’s 2019 Recommended Budget

Year over Year Comparison 2018 Adopted $161.6 million 2018 Amended $169 million 2019 Adopted $173.7 million

City Manager’s 2019 Recommended Budget

General Fund Revenues

Year over Year Comparison 2018 Adopted $68.6 million 2018 Amended $72.4 million 2019 Adopted $74.8 million

General Fund Expenses

Year over Year Comparison 2018 Adopted $70.1 million 2018 Amended $71.1 million 2019 Adopted $76.5 million

General Fund Highlights

• General Fund supports the major general government operations of the City

including Police, Fire, Parks, and Public Works

• Sales and use taxes comprise 60% of the revenue for the General Fund. In 2019

we have conservatively budgeted a 3% increase from estimated 2018.

• Property taxes comprise 10% of the General Fund revenues and are budgeted

nearly flat in 2018 based on preliminary certifications from the County

• Increase in interest income due to improved rate of return and higher fund

balances

• Increase in wages and health insurance
• 15 new positions: 6 in public safety, 8 in planning & infrastructure, 1 human

resources

• Increase in overtime due to high rate of vacancy in first responder positions
• Providing critical equipment necessary to deliver services (public safety and

planning & infrastructure)

Grand Junction Fire Department

2019 Fire Department Staff – 132

Administrative Staff-16

• 1 Chief
• 2 Deputy Chiefs (1 new in 2019)
• 3 Administrative Chiefs
• 1 Training Officer
• 3 Fire Prevention Specialists
• 1 Fire Inspector/Investigator
• 2 Community Outreach Specialists
• 1 Financial Technician
• 2 Administrative Assistants

Operational Staff-116

• 3 Battalion Chiefs
• 15 Captains
• 3 EMS Officers
• 15 Engineers
• 33 Firefighter/Paramedics
• 35 Firefighters
• 6 Paramedics
• 6 EMTs

Services and Specialty Teams

• Fire Suppression
• Medical Services
• Basic and Advanced Life Support
• Ambulance Transport
• Fire Prevention
• Plan Review & Code Enforcement
• Life Safety/Hazardous Materials Inspection
• Fire Investigation
• Fire and EMS Training & Certification
• Fire Academy
• CMU Partnership
• State Fire & EMS Training Center
• Community Outreach
• Fire/Life Safety Education
• Community and Media Relations
• Social Media, Website
• Emergency Management/Planning
• Specialty Teams
• Hazardous Materials Mitigation
• Technical Rescue
• Fire Investigation
• Hazardous Device (Bomb) Mitigation
• Wildland Fire Team

Fire Department-Workload Indicators

Fire Department-Workload Indicators

76 81 92 101 108 125 138 138 151 251

• 50

100 150 200 250 300

Calls Per 1k Citizens

72 72 89 94 94 115 117 141 144 145

• 20

40 60 80 100 120 140 160

2017 Calls Per Personnel

Fire Department-Workload Indicators

$1,013 $1,055 $1,068 $1,155 $1,181 $1,186 $1,791 $2,221 $2,371 $2,862 $- $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 Grand Junction Greeley Fort Collins Denver Clifton Westminster Thornton North Metro South Metro Castle Rock

Cost per Call

Fire Department-2019 Budget Highlights/Goals

North Fire Station (Station 6)

• Open temporary facility
• Add 6th Ambulance to response system

Fire Training Center

• Complete concrete infrastructure for burn

building (City and MCFML funds)

• Partner with State on burn building

Fleet Improvements- New

• Ambulance and equipment (City and State

grant funding)

• Wildland Fire Engine

Fleet Improvements – Replacement

• Fire Engine

Fire Department-2019 Budget Highlights

Operating Capital

• $500,000 in operating equipment funded
• Year 2 of 3 for replacement of Radio

Equipment and Firefighter Protective Equipment

• Year 1 of 2 for replacement of Technical

Rescue Equipment and Auto Extrication Equipment

• Updated Technology
• Video laryngoscopes for all ambulances
• Knox Key System

Rosevale Fire 2018

Fire Department $18.72 million

General Fund Operating Budget

Future Fire Station Capital & Operational Needs

• Station 6 – 730 27 Road
• Cover growing North area and

assist with the high call volumes of Stations 2 & 3

• Planned: 2024
• Est. Capital: $4.9 million
• Est. Operating: $1.6 million

*Ambulance Personnel Budgeted

• Station 7 – 23 and I Road
• Cover future growth and gap

in protection in Northwest area

• Planned: 2028
• Est. Capital: $6 million
• Est. Operating: $2.2 million
• Station 8 – 31 and D Rd
• Partner with Clifton Fire to

meet growth and call volume in Southeast area

• Planned: unassigned
• Est. Capital: $6.1 million
• Est. Operating: $2.2 million

 Est. capital includes building and apparatus  Est. operating includes costs for 21 personnel/station

Current and Future Residential Development

Fire/EMS Priority Response Times

Future Fire Station Capital & Operational Needs

City Council and Community help is needed for the long term needs

• Total capital needs for three fire stations $17 million
• Total operational needs approximately $6.3 million

“Due to a lack of necessary stations, the Fire Department is underfunded and understaffed, and residents in outlying or high growth areas do not receive the same level of service as residents located in more central parts of the city”. From City Council Public Safety Memorandum III

Grand Junction Police Department

Staffing

124 Sworn Positions:

• 90 Officers/Detectives
• 17 Sergeants
• 8 Corporals
• 6 Commanders
• 2 Deputy Chiefs
• 1 Chief

Staffing

93 Non-Sworn Personnel:

• Communicators / 9-1-1 Dispatchers
• Police Service Techs
• Records Technicians
• Lab/Evidence Techs
• Code Enforcement
• Victims’ Assistance Coordinator
• Volunteer Coordinator
• Crime Analyst

Success Stories-Cops – Co-Responders

Success Stories-Cops – LELA

Success Stories-Cops

Police Department: Violent Crimes

190 212 196 275 286

50 100 150 200 250 300 350

2013 2014 2015 2016 2017

Poli lice Department: Property Cri rimes

3,091 3,022 3,258 3,755 3,604

500 1,000 1,500 2,000 2,500 3,000 3,500 4,000

2013 2014 2015 2016 2017

Poli lice Department: Other Offenses

6,708 6,809 7,405 7,810 8,425

1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000

2013 2014 2015 2016 2017

GJPD Staffing vs Workload – Challenges

16277 15239 15122 16213 16428 17388 17195 8957 7613 12581 14497 12875 15525 12024

2000 4000 6000 8000 10000 12000 14000 16000 18000 20000 2012YTD 2013YTD 2014YTD 2015YTD 2016YTD 2017YTD 2018YTD

GJPD CFS vs Officer Initiated Calls All other CFS

Officer-Initiated CFS

Officer-Initiated Calls for Service

5 10 15 20 25

Friday CFS Officers Available 2017

Ofc Actual Avail (FTE) Ofc Needed for Calls 5 10 15 20 25

Friday CFS Officers Available 2012

Ofc Actual Avail (FTE) Ofc Needed for Calls

Change in Service Demands

2012 – 2017 Comparison

August 2018 – church burglarized twice within 24 hours September 2018 – Burglary in Progress – no staff available to respond

• August 2018 – church

burglarized twice within 24 hours

• September 2018 –

Burglary in Progress – no staff available to respond

2018 Challenges

2019 Str trategic Pla lan In Initiatives

Public Safety

• Recruiting – Incentives, fine-tuning of

process, and focus on laterals.

• Emphasis on use of CopLogic, an online

method to report minor crimes and non- injury crashes, was implemented.

• Expansion of SRO Program
• Intelligence-Led Policing Strategies
• SmartForce
• Co-Responder Program – success and future

plans

2019 Budget Hig ighlights:

A Lo Look Ahead

• Recruiting efforts with focus on lateral

hiring for Police Officer and Dispatcher

• Filling existing positions, and increase

positions in July, 2019

• 3 Police Officers
• 1 Sergeant
• 1 Police Service Technician
• Complete replacement cycle on patrol

rifles for SWAT and members of Patrol

• Implement a body-worn camera system

• Begin a process which includes succession

and development planning through an increased training budget

• Institute specialized dispatching in the

Communications Center – staffing and training needs

• Begin the second phase of replacing
• utdated portable radios
• Install kiosks at the Police Department for

self-reporting and sex offender registries

2019 Budget Hig ighlights:

A Lo Look Ahead

Police Department $25.67 million

General Fund Operating Budget

Police Department $6.75 million

Communication Center Operating Budget

Grand Ju Junction Police Department

• Mission…
• …to enforce the law, safeguard the community,

and enhance its quality of life through the prevention, investigation, and reduction of crime and disorder.

Parks and Recreation

Parks and Recreation

• Mission Statement:
• Grand Junction Parks & Recreation is dedicated to

providing all people quality recreation and leisure

• pportunities managed with integrity

and professionalism.

• Tag Line:
• “We Make It Better!”

Parks and Recreation

• Staffing:
• 48 FTE’s
• Administration – 3
• Recreation & Aquatics – 10
• Parks Operations – 37
• 250 +/- Seasonal Staff

Parks and Recreation

Primary Functions:

• Recreation Programming
• Pool Operations (3)
• Park Maintenance
• 36 Developed Parks
• 5 Undeveloped Parks
• Food Service Management
• Cemetery Operations (2)
• Sports Facilities
• Special Events
• Trails (21 Miles)
• Weed Abatement
• Arts & Culture
• Senior Center
• Forestry/Horticulture

Strategic Plan Initiatives: Planning & Infrastructure

• Review Parks Inventory and Needs

Assessment

• Trail Maintenance ($70,000)
• Playground Improvements ($25,000) and

Replacement ($125,000)

• Canyon View Park baseball batter’s eye

($20,000) and scoreboard ($32,000)

• Grant/Donation Partnerships
• Dos Rios (potential of $600,000)
• River Recreation (potential of $600,000)

Strategic Plan Initiatives: Planning & Infrastructure

• Maintenance of Core Infrastructure
• Landscape Maintenance at Las Colonias Park
• Raw Water Line Installation

Strategic Plan Initiatives: Communication, Outreach and Engagement

• Innovation
• Chemical-free option for weed control and

sidewalk cleaning

• Continued Downtown Ambassadors Program

and Art on the Corner Maintenance with DDA

• Support Grand Junction Community Center

Committee (PLACE)

Strategic Plan Initiatives: Communication, Outreach and Engagement

• Engagement with Boards and Commissions
• Parks & Recreation Advisory Board
• Forestry Board
• Arts & Culture Commission
• Park Improvement Advisory Board
• Orchard Mesa Pool Board

Budget Highlights

• Minimum wage increase
• Increase in water fees for raw water
• New equipment for completion of Las

Colonias Park

• Continue analysis of landscaping and

irrigation practices in response to drought

• Suplizio Stands Repair/Replacement

Parks & Recreation Department $9.60 million

General Fund Operating Budget

Public Works Department

 Supports and enhances a high quality of life for the City’s

residents, businesses and visitors by providing maintenance

• f the City’s core transportation and stormwater

infrastructure along with planning, design, and oversight of most of the City’s capital improvement program.

Public Works

Staffing Information

• Total Full-Time Positions 57
• 21- Street Maintenance, Stormwater, Sweeping
• 12- Transportation Engineering and Traffic Operations
• 13- Solid Waste
• 10- Engineering
• 1- Director

• Street Maintenance
• Center Line Miles 365 / Lane Miles -1,013
• PCI from 69 to 73 by 2022
• $33 million investment over 5 years
• Increased to $6.0 million with 2B funds
• Self performed Chip Seal/Crackfill
• Outsourced Street Maintenance ($3.6 million)
• Reconstruction – 7th Street ($1.4 million)
• Orchard to Wellington

Maintenance of Core Infrastructure

Public Works Infrastructure

• Sweeping
• Leaf Pickup
• Snow removal – arterials
• Stormwater

Public Works Infrastructure

• Signs, Striping, Signals
• Guiding Principles: Partnerships and

Intergovernmental Relationships

• CDOT Maintenance Agreement - $281,630
• Increasing to $386,271/year in 2019
• Upgrading CDOT and City signals into

ethernet connectivity

Public Works Infrastructure

• Street Lighting ($1,500,000)
• Bike and pedestrian enhancements

CDBG – Safe Routes to School Bike Infrastructure / Signage

Public Works Department $8.95 million

General Fund Operating Budget

Solid Waste

• 19,500 Containers per week (M-F)
• 21,000 tons last year
• No collection days missed
• Recycling: A Private / Public Partnership
• Landfill moving from $30/ton to $45/ton over

next three years

• Recycling market plummeting due to China

restrictions

• Rate increase from $15.75 to $17.00 per

month for 96-gallon container

Solid Waste

$15.75 $17.00 $17.00 $17.65 $19.43 $19.00 $0 $5 $10 $15 $20 $25 GRAND JUNCTION 2018 GJ PROPOSED 2019 MONUMENT 2018 ROCKY MTN SANITATION 2018 COMMERCIAL REFUSE 2018 WASTEWASTE MANAGEMENT 2018

Area Solid Waste Rates (96 gal container)

Public Works Department $4.38 million

Solid Waste Operating Budget

Special Projects Team

Works collaboratively across the organization on a wide range of projects including road maintenance, concrete repair, crack fill, leaf pick-up, tree trimming, trail repairs and spring cleanup, among others.

Special Projects Team

Staffing Information

• 2018- Launched team with 6 positions
• 6 Added in 2019
• Total 12 Full-Time Positions
• 1- Supervisor
• 1- Crew Leader
• 3- Specialty Equipment Operators
• 7- Apprentice Equipment Operators
• Add 6 in 2020 to complete team

• Reduce the reliance of finding trained and reliable part-

time and seasonal staff

• Fill the needs of department staffing shortfalls in

certain “busy” times of the year

• Increase the quality of services provided by City

departments

• Ultimately achieve a staffing level of 18 in 2020

allowing for the addition of a second crack fill and chip seal crew.

• Assist in improving Pavement Condition Index

Special Project Team Mission

General Services Department $1.29 million

General Fund Operating Budget

Golf Enterprise Fund

Staffing Information

• Total 7.5 Full-Time Positions
• 1- Director of Golf
• 1- Head Golf Professional
• 1- First Assistant Professional
• 1- Maintenance Supervisor
• 2- Crew Leaders
• 1- Parks Equipment Technician
• ½ - Business Analyst

Golf Enterprise Fund Mission

• Strengthen the culture, vision, tradition and

governance of the golf courses

• Establish measurable benchmarks
• Become proactive in strategic and tactical planning
• Matching rates with value
• Staffing volunteers and seasonal help
• Use of technology and software
• Find new ways to drive revenue
• Advertising
• Private cart trail fee
• Golf programs & tournaments
• Pro-shop merchandising

General Services Department $1.76 million

Golf Operating Budget

Visit Grand Junction

Visit Grand Junction

• The City’s Destination Marketing Organization
• Growth in Tourism
• Fastest growing industry sector globally
• World’s largest industry with a global economic contribution
• Sustainable & Responsible Industry
• Nearly 40 percent of workers whose first job was in the travel industry reached an

annual career salary of more than $100,000.

• The overall average career salary of Americans whose first job was in travel is $82,000.
• Tourism also provides the most upwardly mobile career opportunity compared to any
• ther industry sector.

*U.S. Travel 2018 Report

Destination Marketing Management Organization

Grand Valley

City of Grand Junction GJEP, Chamber, Nonprofits DDA, BID Businesses Real Estate & Residents Destination Management Organization Sports Commission, Parks & Rec, CMU

Evolved to Destination Developers

• Responsible for a sustainable business plan
• Act as a catalyst & facilitator
• Quality of life
• Destination Product Dev.
• Business Attraction
• Marketing

Maura Gast Quote – Destinations International

It all starts with a… Visit Live Work Business

We build a place……

Economic Partnership Residential & Commercial Real Estate

Tourism generates economic impact across all channels

• Sophisticated and progressive marketing department
• New, innovative technology
• Data based analysis
• Actionable insights
• Agency driven proprietary programming
• Unlimited lead generation
• New content plan
• New regional partnerships
• Colorado Tourism Partnerships
• Formal Branding process
• Community Partnerships

Marketing Strategy Includes

Data Platform

Tableau helps people see and understand their data through interactive data visualization products focused on business intelligence.

Enables marketers to better understand the in-market movement patterns of both current and prospective consumers. Measures paid, owned and social media effectiveness in driving customer arrivals. Follows the consumers’ behavior – Travel funnel, travel pattern, etc. Proof of Customer Arrival

User Generated Content

AI-powered visual content marketing platform that enables marketers to discover and deliver top-performing visuals across every channel.

Content Production

Media platform who partners with local experts to curate the best brand experiences. A unique platform that develops an authentic approach to sharing a destination’s brand The best trails and most epic experiences are often difficult to find or plan for.

• Written content, deployed through social media
• 10 videos per month (15 seconds) for 12 months

Group & Conference Sales

• Drives revenue with meetings and market intelligence
• Group Data – Finds meetings & events that meets area hotel your goals
• Market Statistics – Develops sales strategies using trends and statistics
• Lead Generation – Proactively targets and receives past booking patterns and details
• Tap Report – Advance Booking Report

Branding Initiative

Visitor Center Upgrades

June 17 – 20, 2019

Colorado Tourism Office

• Regional Branding Committee
• Marketing Committee
• Winter Task Force Committee
• Official Colorado State Vacation Guide
• NPS Loop Tour
• Governor’s Tourism Conference
• Facebook Co-op
• Front Range Partnerships

NPS Loop Tour

https://matadornetwork.com/series/colorado-national-parks-tour/

Visit Grand Junction Department $2.34 million

VGJ Operating Budget

Utilities Department Water Services Division

Grand Junction Utilities Department Water Services Division

• Mission
• To provide the highest quality drinking water in the

most cost effective manner possible

• A key component of the City of Grand Junction’s

four strategic directives:

• Planning & Infrastructure
• Public Safety
• Diversification of Our Economic Base
• Communication, Outreach & Engagement

Grand Junction Utilities Department Water Services Division

• 32 Positions
• Pipeline Operations and

Maintenance (14 FTE)

• Water Treatment Plant Operations

(6 FTE)

• Water Supply Operations (2 FTE)
• Customer Service (7 FTE)
• Administration and Management

(3 FTE)

Main intenance of Core Water In Infrastructure

• 19 Water Reservoirs
• 40 miles Water Supply Lines
• 308 miles Water Distribution Pipelines
• 4,613 valves
• 1,206 fire hydrants

Ridges Irrigation System

• 9,930 Meters
• 16 MGD GJ Treatment Plant
• 200 GPM Kannah Creek Treatment

Plant

Water Services Division: Workload Indicators

• 1.90 Billion Gallons of Water Treated per year
• 600 fire hydrants flushed (biannual frequency)
• 1,100 valves exercised
• 2,300 feet of water mains replaced
• 9,707 Water Customer Accounts
• 9,930 Meters read per month
• 34,000 Utility Bills per month
• 798 Irrigation Water Customers served
• 14,000 Utility Locate Tickets (FY18 projection)

New valve machine in FY18

Water Services Division: Water Statistics

• No drinking water

violations

• 12 Water quality

complaints

• 24 Water main breaks
• 139 million gallons of

unaccounted for water loss (~7%)

5 10 15 20 25 30 35 40 Violations Water Complaints Main Breaks

Water Statistics

2013 2014 2015 2016 2017 50 100 150 200 250 Water Loss

Water Loss

2013 2014 2015 2016 2017

Water Services Division: Budget Overview

• Rate Increases
• In-City Water: 6%
• Kannah Creek Water: 0%
• Raw Water Irrigation Rates: $1.60/1,000

gallons (subject to Rate Study)

• Ridges Irrigation: 5%
• Bulk Water Fill Stations: 6%
• Operating Costs
• Expenses updated based on actual trends
• Increase materials and supplies costs to

accelerate meter change out and lead service line replacements

• Contract services costs for water supply

studies and modeling

• External Factors
• Chemical Cost increases
• Labor Changes
• Replace Water Operations Supervisor with

Lead Water Plant Operator

• Create Utilities Asset Manager position
• Add one seasonal employee

Utilities Department $5.50 million

Water Operating Budget

Water Fund: Capital Projects

$19.00 $2.75 $20.15 $2.90 $22.00 $3.70 $24.50 $2.80 $40.10 $5.15 $47.15 $5.00 $0 $5 $10

$15 $20 $25 $30 $35 $40 $45 $50

Grand Valley 2018 Water Rates

Next Steps

• Workshop October 15th, ED Partners
• Workshop November 5th, Downtown Development Authority, Downtown

Business District, Horizon Drive Business Improvement District

• Modifications to Budget
• Budget Presentation and Public Input November 7th
• Rates Resolution
• Public Hearing and Final Budget Adoption December 5th
• Mill Levy Certification
• Budget Book-January 2019